Time management in the chaos: how I reclaimed my time and prioritised my people

I’ll be the first to admit: I used to be that manager who sprinted from one thing to the next, responding to every email like it was a fire alarm, and bouncing between meetings, barely able to catch my breath. As we near year-end and with appraisals on the horizon, the pressure doesn’t just double – it triples. It can feel like I'm caught between two worlds: a mountain of administrative tasks and the genuine need to support my team. This year, though, I realised something had to change. Here’s what I did, and I hope it helps anyone feeling the same pull.

Key takeaways

1. Discover the keys to more effective, people-centric management
2. Learn how to make the shift from urgency to intentionality
3. Understand how to adopt and implement practical tools and boundaries

Step 1: Changing my mindset from "everything is urgent" to "what really matters?"

I started with a simple exercise that changed everything. I listed every task I had for the upcoming week – not just meetings but appraisals, project deadlines, strategic initiatives, everything. Then I asked myself two questions:

1. What tasks align with my core responsibilities and my team’s goals?
2. What are things only I can do, and what can I delegate?

This forced me to confront the uncomfortable reality that I’d been caught up in urgent but often low-value work. For example, I’d been responding to every message or request immediately, out of habit rather than necessity. By shifting to a mindset focused on my highest-impact tasks, I found it easier to let some things go.

Step 2: Prioritising the people behind the projects

My primary role isn’t to “do tasks” – it’s to lead people. That reminder was powerful. Instead of allowing my to-do list to consume me, I made a promise to myself that my team would always come first. It was daunting at first, especially with so much else vying for my attention, but I found it became a powerful filter for how I spent my time.

This meant that if a team member needed advice or had an issue, they came before a non-urgent email or an admin task. In fact, I began setting aside regular slots during the week for quick check-ins with each team member. These became essential for spotting and resolving issues before they grew – not only was it good for them, but it kept me from being hit by unexpected problems down the line.

Step 3: Using tools that actually work

I’ve tried nearly every time management tool out there, but I found three that have actually made a difference:

• The Eisenhower Matrix: This is an oldie, but a goodie. I categorised my tasks into four boxes: Important & Urgent, Important & Not Urgent, Urgent & Not Important, and Not Urgent & Not Important. Surprisingly, a lot of what I’d been treating as “urgent” fell into the lower-priority boxes. This helped me cut the noise and focus on what was genuinely critical.
• Time-blocking: I know, time-blocking is practically management gospel, but the trick was really sticking to it. I set aside uninterrupted blocks for the bigger, brain-intensive work (like appraisals), and protected that time as if it were a meeting with my CEO. I also created smaller blocks for email and admin, limiting these “busy work” activities to specific times. This approach was a game-changer; I went from constantly task-switching to tackling things in focused bursts.
• Delegation checkpoints: This is more of a framework than a tool. I created a weekly habit of reviewing my to-do list for tasks that could be delegated and then using these “checkpoints” to hand over smaller projects or assignments to team members. I was initially worried that delegation would burden my team, but instead, it provided growth opportunities, and they appreciated the trust.

Step 4: Making my calendar a true reflection of my priorities

I also became more protective of my calendar. Previously, I’d let meetings pile up, often without questioning whether they truly required my presence. Now, I review every invitation that lands in my inbox and ask myself: What value am I adding here? If I’m not essential to the discussion, I’ll opt out or ask for a summary. Alternatively, I’ll suggest that one of my team members attend, which has been great for their development as well.

Step 5: Recognising that "availability" doesn’t mean “always on”

One of the hardest lessons was realising that being “available” for my team doesn’t mean being constantly on call. I’d been working with the belief that to be a good manager, I needed to be present for every minor issue and ready to answer questions at a moment’s notice. But this created a cycle of constant interruptions that affected both my productivity and my presence of mind.

Now, my team knows that while I may not answer every email or Slack message instantly, I’ll always respond within a specific time frame. This has helped us all set better boundaries and allowed me to be more genuinely present when I’m with them.

Step 6: Staying accountable with weekly self-reflection

Every Friday, I started taking 15 minutes to reflect on my week: What went well? What could have been delegated or deprioritised? This reflection has become an invaluable tool, helping me spot patterns and adjust as needed. I’ve found that this simple habit keeps me grounded and ensures I don’t slip back into old habits.

These shifts didn’t happen overnight, and I’m far from perfect. But these tools and practices have given me something priceless: the confidence that I can meet my end-of-year responsibilities while still supporting my team. Ironically, by letting go of the need to “do everything,” I’ve become a far better manager – more present, more effective, and, yes, even a bit more relaxed.

To anyone who feels like they’re juggling a thousand plates at once, I get it. But with the right mindset, a focus on what truly matters, and a few time-management hacks, we can all find a little breathing room – and maybe even a bit more satisfaction in the process.